resource management masterclass - pmo...
TRANSCRIPT
Resource Management
Masterclass
Agenda
2
Introductions
Resource Management Challenges
Resource Management Approaches
Demonstration
Next Steps
Agenda
3
Introductions
Process
Change
Enablement
Strategic
PlanningStrategic Delivery
Technology
PPM RPM Collaboration
Business
Process
Automation
Business
Intelligence
Personal Change
Organisational
Change
Vision, Mission, Purpose
Competitive Advantage design
Portfolio Alignment
P3O Delivery Capability
PPM Governance & Reporting
Knowledge Management
Communities of Practice
Intranet
Data Warehousing
Self Service reporting
AnalyticsProject Control
Portfolio SelectionResource
Optimisation Approvals Workflow
Forms Automation
Capability Areas
Contributing author to OGC portfolio management guidance
Advisor to Association for Project Management
Member of APM Corporate members group
Sponsor of APM Programme of the Year
Sponsor of PMI Synergy
Microsoft Gold Partner and member of Microsoft’s Product Advisory Council for Project
Leading UK deployment partner for Project, Nintex and ProSymmetry
Work Management
Some of
our clients
• Central Government
• Construction & Engineering
• Defence
• Research
• Education
• Emergency Services
• Financial Services
• Healthcare
• Local Government
• Manufacturing
• Oil & Gas
• Professional Services
• Retail
• Telecoms
Role (and relevance)
of the Enterprise
PMO
Realisation
(directive)
SRO/ePMO
Insight
(reporting)
PMO
Coordination
(assurance)
PMO
Administration
(support)
PSO
• Moving from a Transactional to
Transformational world
• Provide insight not just information
• Business Transformation Office
• Strategic Realisation Office
7
Strategy
Alignment
• Portfolio to reflect
company
objectives,
spending to align
with strategic
priorities
Resource
Alignment
• Allocate real
resource to
strategic initiatives,
optimise resource
across business
Value
Management
• Maximize &
manage value of
benefits whilst
controlling cost of
implementation.
Governance
• An executive
guiding coalition
providing focus,
energy and
decision making
Delivery
Management
• Managing and
coordinating the
day to day delivery
of the initiatives
required to realise
the strategy
Change
Enablement
• Enabling the
changes in values,
behaviours and
style required for
the strategic
outcomes to be
enduring
Business Blueprint Change Roadmap
6 Pillars of a Strategic Delivery Capability
Agenda
8
Resource Management Challenges
9
The Greatest Perceived Challenge for
PMO’s is Resource Management
• “Resource management tops the list
of challenges mentioned for PMO’s
in 2015.”
Survey • What are the biggest challenges you
face with resource management?
• Survey results can be found at
• https://www.mentimeter.com/s/58
72810e919fee294d3f80dc2c9d753
6/b7c66467589f
Actual Demand
Demand Side
Resource
Management
11
Team
Skill Individual
Resource
Request
Time
Sheet
Actual Work
Gen
eric
Dem
an
d
Supply Side
Resource
Management
12
Skill Individual
Resource
Request Resource
Request
Resource
Request
Resource
Request
Resource
Request
Key Challenges of
Resource Planning
13
Rapidly
changing
environment
Rapidly
updating
business
priorities
Leads to increased
complexity:
• Demand fluctuations
• Skill mix
• Balancing delivery modes
(off shore/near shore)
• Cost optimisation
• Do-ability assurance
“What you have is a tsunami of work requests to ‘get it done now’, some ‘back-of-the-envelope’
resourcing calculations and sliced-thin commitments spread out over a sea of work.”
Gartner - Supercharge Your Resource Management to Support Advanced Organizational and PPM Maturity, September 2014.
“What you want, as a portfolio or resource manager, is an optimized utilization of the resources
you have, with ‘just-right’ commitments to get projects done and support existing applications.”
What Outcomes do
you Expect from
Resource
Management?
The
Future
Dreamer
Realist
Critic
Dreamer
Imagine this…
What I would
really like…
Wouldn’t it be
great if…
Remove
boundaries
Realist
My experience
tells me…
The evidence
suggests…
Being pragmatic
I….
Remove emotions
Critic
I doubt that…
You don’t really
think…
I am sceptical
that…
Remove optimism
Survey • What are the biggest challenges you
face with resource management?
• Survey results can be found at
• https://www.mentimeter.com/s/58
72810e919fee294d3f80dc2c9d753
6/b7c66467589f
How do we build a
world where……
Skill
Individual
Optimise
Demand Supply
Model Scenario Plan
BAU
Agenda
19
Resource Management Approaches
• Balancing Demand
vs Supply
Resource
Portfolio
Management
• Build Demand
• Capture Supply
Skills
Forecasting
• Named Resource
AllocationTask
Assignment
• Actual Work
CaptureTime Capture
Resource
Management
Ladder
Where is your value add?
Involved Responsible
PMO
PM
PM/RM
Person
PMO
PMO
RM
TL
Time Capture • Only for the brave
• Consider value vs effort
• Admin task not leadership
• Only works if consistently used across
all project roles
• Typically requires a high maturity org
21
Task Assignment
22
• Resource Managers or Team
Leaders?
• Document the approval route
• RM or PM authorised to allocate
• Leverage local knowledge of specific
skills
Skills Forecasting Resource Attributes e.g.
• Skill Descriptors
• Level 1, 2,
• Multi Skill
• Employment basis
• Internal, external,
• Full time, part time,
• Location
Supply Management
• Capacity calculations
• Resources x availability
• Sourcing or brokering
centre
23
Resource Portfolio
Management
24
Moves resource
management from the
micro level of the team or
Project to the corporate
portfolio
Model demand versus
supply and optimize
resource alignment to work
Enables to ask and answer
the “what happens if?”
questions
Allows us to scenario* plan
the future and prepare for
unplanned events
25
Define Scenarios Set
Define Key Drivers
Develop Scenarios*Review, and update
Change plans and team
sizes, depending on the
required scenario
Reduction in
our IT team
Application of
Scenario Planning
to Resource
ManagementDelivery of
current Portfolio
1. 10% reduction
2. 20% reduction
3. 40% reduction
Update the scenarios as
new information comes
to light
*In reality scenarios would be multi-variate and more complex
Present the impacts of
each scenario on
resources
Implement the scenario when necessary
Agenda
26
Demonstration
Agenda
27
Next Steps
Driving Value &
Relevance
28
• Answer the “what if” questions
• Assess “do-ability”
• Be directive, give opinions not just
information
• Bringing evidence to decisions
• Bring realism to portfolio delivery
Contact
29
Paul Major
Director
DDI: +44 (0)20 3405 1816
T: +44 (0)20 8942 9708
M: +44 (0)7967 477 480
@changemakerPM